Tender manager
Baker Hughes - United Kingdom
Total years of experience :0 years, 0 Months
Reporting to the Project Director and having responsibility for the commercial and support services for the
current E&PS (Engineering and Procurement Services) for the Basrah Gas Company for multiple fields in
Southern Iraq.
Achievements;
* On schedule and within budget delivery of the Business Services elements of the mobilisation phase.
* Early securing of budget for Project Management and Lead Engineering Team eliminating any Non-
reimbursable costs.
* Securing of circa $15m of work within 3 months of mobilisation milestone.
* Integral part of the Project Management Team delivering revenue and margin exceeding contract
awarded values with the contract contributing significantly to the Group revenue / margin for the
region.
Main responsibilities related to successful start-up and completion of the mobilisation phase through to readiness
to execute and on to delivery phase, including but not limited to;
* Contract Start-Up Activities;
o Delivery of all Business Services related procedures and processes as per the contract
o Completion of all Business Services related actions in Wood Verification of Contract Readiness
process including satisfactory of internal/client readiness to execute audit
* Satisfactory transition from mobilisation / start-up phase to delivery/execution
o Establish team from initial 3 to over 40 Business Services / Project Controls
o Corporate Systems suite implementation; Imperium (Wood estimating, cost and work
management), Oracle (Wood Finance System), Primavera P6 (Planning and Scheduling
Software, Sharepoint Work Order Register.
o Implementation of contract business services / project controls reporting in line with the
contract requirements
* Main responsibilities:
o Supporting the project director in claims management, supporting recruitment, mentoring,
performance and talent management, guidance and training of commercial and project
controls team.
o Ensuring processes and governance are implemented, fit for purpose and initiating
improvements
o In conjunction with the Project Director identifying targets for overhead/non-billable/recovered
in rates reduction, implementation of identified improvement initiatives and monitoring results
on a monthly basis.
4 -
o Ensuring contractual obligations, deliverables and exposures are managed in a timely and
appropriate manner such as key personnel reporting, liabilities and incentives reporting,
notifications of completion, close-out.
* managing and monitoring;
o Work entry process ensuring timely proposal submissions that are technically and commercially
contract conditions are adhered to. Manage and monitor receipt of PO/PO line item/WBS for
approved work orders.
o Reporting and communicating of the monthly cost reports on the contract, namely VOWD,
VOWD Phasing Reports and detailed cost reports. Along with the Lead Cost conduct VOWD
reviews internally and with the client.
o Reporting and communicating of the weekly/monthly planning reports, namely S-Curves, Level
III schedules, man-hour reports, detailed schedule reports. Along with the Lead Planner
conduct project planning reviews.
o TIC estimating process - collation all information, development of the Type 1/2/3 TIC
estimates in accordance with the agreed process and estimating plan, checking and approval
and submission to the client.
o Contract/project change control including variation to purchase orders.
o Invoicing performance such as unbilled / AR, working with the finance teams and client to
understand issues and resolve.
o in conjunction with delivery/engineering team analyse performance of projects and identifying
opportunities improvement
I left the assignment for family reasons, timing so my daughter returned to UK schooling at an appropriate time
giving her the best chance of success with her secondary education.
In conjunction with the existing team develop an action plan to deliver short term assignment
requirements to an accelerated programme namely submit all outstanding estimates with 4 weeks
and all outstanding project change notices within 8 weeks.
* Networking between Project and Claims team to ensure a consolidated approach.
* Team effort - development of all outstanding estimates, submission, review and approval by the
client
* Team effort - development of all outstanding project change notices in conjunction with delivery
team, submission, review and approval by the client.
I left the assignment on completion of the tasks and transfer to the newly awarded contract in Dubai.
Location - based in Montana, USA
Reporting to the Senior VP LMAC North with functional reporting to Executive VP Business Services and having
the primary responsibility for the commercial and support services for the Mitchells Oil Field Services Inc.
business in Montana, US.
Achievements delivered;
* Delivered suite of Plant & Equipment utilisation reports for 8 locations within Montana / North Dakota
giving Senior VP the visibility to make the decision to reduce Wood held plant and equipment resulting
in reduced costs for the business and increased margin.
* Developed, agreed and implemented a robust work acceptance process resulting in new awards
meeting the requirements of the Group Financial Management Framework, resulting in new work
meeting / exceeding tendered margin values.
* Ensuring Top 13 client's documentation was in place, allowed Contracts Group to re-assess and
renegotiate terms and conditions of contract meeting the Group Financial Management Framework
resulting in limiting risk to Wood.
Main responsibilities for 2015 related to;
* Commercial governance - Develop and implement a suite of management reports
* Commercial governance - Develop and implement processes specific to work acceptance
* Commercial governance - Ensure Top 13 clients have all the required documentation in place such as
MSA or T&C's and contract synopsis.
* Supply Chain - Develop and implement processes and systems relating to material, 3rd
party vendor
controls and invoicing
* Supply Chain - Ensure top 20 vendors for 2015 have all the required documentation in place such as;
T&C's, W-9, proof of insurance.
* Training and Developing current personnel to undertake the above at the end of the assignment.
I left the assignment on completion of the pre-agreed targets and successful handover to the resident team.
Location - based in Atyrau, Kazakhstan
Reporting to the Contract Manager and having primary responsibility for the commercial and support services for
the current ESC (Engineering Services Contract) for the Kashagan field in the Caspian Sea which became
effective 11 Nov 2013.
I left the project with management by-in to undertake the assignment in the USA.
Location - based in Atyrau, Kazakhstan
Reporting to the Support Services Manager and having primary accountability and responsibility for estimating,
cost management, planning, timekeeping and invoicing for the current Design Engineering Contract for the
Kashagan field in the Caspian Sea.
I was promoted into the Business Services Manager role.
Location - based in Muscat, Oman
Accountable for supervising, organising, co-ordinating and delivery of all project control related support services
in accordance with the requirements of the WGCCC EMC Project for PDO, Oman.
Supervisory responsibilities are the Line Management of all estimating, planning, cost control, quantity surveying
and SAP personnel on the Contract/Project.
I left the project due to client decision for the Project Controls Manager position not to be dedicated and
dissolved across the Leads (Estimator, Cost and Planning).
January 09 to January 12 - Production Services Network
Reporting to the Global Project Controls Manager and having primary accountability and responsibility for the
Estimating function. This includes the assessment of PSN's overall estimating workload, management and
development of the 16 strong estimating team, and the provision of estimators, systems and estimating
processes, guidelines and templates to PSN's proposals and projects.
I left the position to undertake the Project Controls Manager position with management by-in to allow me to
further my experience and knowledge in the wider project controls.
Reporting to the Commercial Director and having primary accountability and responsibility for the tendering
(proposals and estimating) functions. This includes the assessment of Areva services tendering workload,
management and development of the thirty strong tendering / commercial team in four separate UK locations.
I left the position for family reasons, moving back to Aberdeenshire.
Reporting to the estimating manager and had responsibility of delivering quality proposals and accurate
estimates for single value lump sum projects up to £20M. On more complex tenders assumed the role of capture
team leader, supervising a team of ten individuals in the delivery of the proposal and estimate.
Responsibilities for ensuring all costs associated with the tender are evaluated and appraised to take full account
of manpower levels, vendor selection, customer design specification, design codes, construction, fabrication,
logistics, equipment selection and sizing, transport requirements, installation considerations, commissioning and
setting to work of the installation.
I left the position to take up a Management position within another company in the same sector.